Fostering a Culture of Project Management Practices – A Maturity Model for Libraries

2018 ◽  
pp. 19-35
Author(s):  
Erla P. Heyns ◽  
Sasja Huijts
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Maturity Model

scholarly journals Development of project management practice in hotels of Kazakhstan

2021 ◽  
Vol 29 (1) ◽  
pp. 173-182
Author(s):  
Ardak N. Turginbayeva ◽  
Guldana E. Zhakupbekova
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Maturity Model ◽  
Strategic Development ◽  
Effective Implementation ◽  
Business Goals ◽  
Strategic Goals

Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

Assessing Project Management Maturity

2000 ◽  
Vol 31 (1) ◽  
pp. 32-43 ◽  
Author(s):  
C. William Ibbs ◽  
Young Hoon Kwak
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Government Agencies ◽  
Maturity Model ◽  
Assessment Methodology ◽  
Multiple Choice Questions ◽  
Analysis Methodology ◽  
Management Processes ◽  
Project Phases ◽  
Measure Project

The principal goal of this study was to determine the financial and organizational impacts of project management. This study began with the development of a project management maturity model and an analysis methodology to assess the maturity of project management processes. The project management maturity analysis methodology consists of 148 multiple-choice questions that measure project management maturity, and cover 8 knowledge areas and 6 project phases. The maturity model and methodology were then applied by benchmarking 38 different companies and government agencies in 4 different industries. This assessment methodology provides solid and comparative studies on project management practices across industries and companies within an industry. It also provides a set of tools for organizations to use in identifying key areas of opportunity for improvement in project management.

COMPARISON OF OPEN SOURCE TOOLS FOR PROJECT MANAGEMENT

2013 ◽  
Vol 23 (02) ◽  
pp. 189-209 ◽  
Author(s):  
ANDRÉ MARQUES PEREIRA ◽  
RAFAEL QUEIROZ GONÇALVES ◽  
CHRISTIANE GRESSE VON WANGENHEIM ◽  
LUIGI BUGLIONE
Keyword(s):  
Project Management ◽  
Open Source ◽  
Best Practice ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Low Cost ◽  
Software Tools ◽  
Tool Support ◽  
Maturity Model ◽  
Capability Maturity

Software projects often fail, because they are not adequately managed. The establishment of effective and efficient project management practices still remains a key challenge to software organizations. Striving to address these needs, "best practice" models, such as, the Capability Maturity Model Integration (CMMI) or the Project Management Body of Knowledge (PMBOK), are being developed to assist organizations in improving project management. Although not required, software tools can help implement the project management process in practice. In order to provide comprehensive, low-cost tool support for project management, specifically, for small and medium enterprises (SMEs), in this paper we compare the most popular free/open-source web-based project management tools with respect to their compliance to PMBOK and CMMI for Development (CMMI-DEV). The results of this research can be used by organizations to make decisions on tool adoptions as well as a basis for evolving software tools in alignment with best practices models.

An Assessment for IT Project Maturity Levels

2017 ◽  
Vol 8 (2) ◽  
pp. 1-16 ◽  
Author(s):  
Bersam Bolat ◽  
Aslı Kuşdemir ◽  
İpek Ceren Uslu ◽  
Gül Tekin Temur
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Maturity Model ◽  
Firm Characteristics ◽  
Management Skills ◽  
Maturity Level ◽  
Management Tools ◽  
Level Measurement ◽  
Management Processes ◽  
It Project

The statistical assessments point out that approximately half of information technology (IT) projects cannot provide basic necessities and a quarter of them fail. Therefore, the necessity of effective project management tools to enhance the project management practices increases day by day. “Project management maturity model” as one of these tools is attached more importance in IT firms. This study aims to present a framework for IT project maturity level measurement and indicate how project management maturity level differs in terms of firm characteristics. Within the scope of the research, Kerzner's Hexagon of Excellence is extended with additional questions related with firm characteristics, and a case study including 16 firms from Istanbul Technical University (ITU) ARI Techno Park is conducted. In the light of responses, (1) problems which are realized in the project management processes revealed out, (2) relation between firm characteristics and project management skills are discussed and (3) results are interpreted in order to provide managerial insights.

Lean project planning and control: empirical investigation of ETO projects

2019 ◽  
Vol 12 (4) ◽  
pp. 1120-1145 ◽  
Author(s):  
Gabriele Hofinger Jünge ◽  
Erlend Alfnes ◽  
Kristina Kjersem ◽  
Bjorn Andersen
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Project Planning ◽  
Research Approach ◽  
Maturity Model ◽  
Content Type ◽  
Planning And Control ◽  
Engineer To Order ◽  
And Control

PurposeThe purpose of this paper is to empirically investigate an effective project management practice focusing on planning and control. By doing so, it contributes to the debate on rethinking traditional project management practices and accentuates the need for adjustments based on the project context.Design/methodology/approachThis paper extends the project management theory by proposing a lean project planning (LPP) and control framework, developed and tested in collaboration with ten engineer-to-order (ETO) companies. By following a design science research approach, elements from lean thinking and current project planning and control practices are combined into a maturity model (MM).FindingsETO project characteristics are identified, and their implications for planning and control are discussed. Nine enablers that transform current project planning and control approaches into a lean approach are defined, allowing the analysis of the underlying complexity of planning and controlling ETO projects and thus facilitating the determination of the actions required to improve project performance.Research limitations/implicationsOnce fully embedded in an organization, the presented MM can provide a safe framework for self-criticism and can be used to conduct self-assessments without the need for an external facilitator. Thus, this paper is of particular interest to practicing project managers who aim to implement LPP and control.Originality/valueTo the authors’ best knowledge, this paper is the first to empirically examine the journey toward LPP and control from a MM perspective. This research attempts to describe the enablers of LPP and control.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

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